Application of Lean Six Sigma Methodology and Queueing Theory to Minimize Systemic Variability: A Case Study from Public Services

This manuscript examines the application of queueing theory as a means to minimize systemic variability and implement Lean Six Sigma (LSS) based initiatives in an office and/or knowledge work environment. The purpose of this study is to address and systematically deal with the challenges and utilization of limited resource capacity and to improve functional performance. An exploratory case study is conducted at one Norwegian police district, where participatory involvement by a crime investigation department was initiated. It was qualitatively assessed and identified that operating the public service reception on weekends was not considered value added for their value stream. Data was collected to determine operational measures relative to the reception`s queueing model. The findings demonstrate significantly over-dimensioned use of capacity relative to public demand on weekends. Accordingly, by closing the service reception and re-allocating this capacity to critical crime investigation, there is a utilization potential with relatively low risk of public dissatisfaction, negative media coverage and increased arrivals on weekends.